JIMS Rohini successfully conducted MDP on 'Managing Conflicts at Workplace' for Corporates and Alumni under the supervision of Prof. S.C. Kapoor and Dr. Neelam Dhall on 18th September 2017. Visit Website - http://www.jimsindia.org/

2. Management Development Programme
on
Managing Conflicts at Workplace
16th
September, 2017
Key Resource Persons:
Prof. S.C. Kapoor
Dr. Neelam Dhall
Jagan Institute of Management Studies, Rohini, Delhi

3. “ANTAGONISTIC INTERACTION IN WHICH ONE
PARTY ATTEMPTS TO THWART THE INTENTIONS OR
GOALS OF ANOTHER “
A Process that begins when one party perceives that another
party has negatively affected, or is about to negatively affect,
something that the first party cares about
Conflict
Jagan Institute of Management Studies,
Rohini, Delhi

4. Sources of Conflict
1. Personality Clashes
2. Threat to Status
3. Contrasting Perceptions
4. Organizational Change
Jagan Institute of Management Studies,
Rohini, Delhi

5. Types of Conflict
1. Interpersonal Conflict
Conflict between two persons
2. Inter group Conflict
Conflict between different groups within the same
department/divisions or other departments/divisions
Jagan Institute of Management Studies,
Rohini, Delhi

6. Five Strategies To Handle
Conflicts
The Turtle (Withdrawing)
Teddy Bear (Smoothing)
The Fox (Compromising)
Jagan Institute of Management Studies,
Rohini, Delhi

7. Five Strategies Continued..
The Shark (Attack Attack)
The Owl (Supportive
Confrontation)
Jagan Institute of Management Studies,
Rohini, Delhi

8. Role of Emotional Intelligence in Conflict
Resolution
Jagan Institute of Management Studies,
Rohini, Delhi

9. Conflict and Emotional Intelligence
Jagan Institute of Management Studies, Rohini, Delhi

10. Conflict Resolution using Transactional
Analysis
 The term ‘transactional
analysis’ was proposed
by Dr. Eric Berne in mid
1960’s in his book
“Games People Play”
 When two people interact
with each other they
engage in social
transactions.
 Study of such “social
transactions” is known as
Transactional Analysis.
Jagan Institute of Management Studies, Rohini, Delhi

11. Eye Openers  The crucial point is to firstly
recognize our own ego-state:
What ego-state predominates and
what triggers a change of state in
us as managers.
 Are we different with certain
people?
 Do particular situations lead to a
shift in mind set and behavior?
 What are the implications of
these patterns on your success as
a manager?
Jagan Institute of Management Studies,
Rohini, Delhi

12. The Johari Window
Jagan Institute of Management Studies,
Rohini, Delhi

13. Behaviour
known to
others
Behaviour
unknown
to others
Behaviour Behaviour
known to self unknown to self
Open Blind
Hidden Unknown
Fig. Johari Window
This model assumes that as the ‘open self’ becomes larger, the
relationship tends to be more rewarding and productive.

14. Disclosure
Feedback
Jagan Institute of Management Studies,
Rohini, Delhi

15. Points to Ponder
 An awareness of ego-states
can make us become better
managers by increasing our
awareness of the hidden
scripts that shape our
mindset and behavior.
 A manager should show
preference for increasing
the adult-to-adult
interactions.
Jagan Institute of Management Studies, Rohini, Delhi

16. Key Components of Conflict Resolution
1. Controlling emotional responses
2. Seeking understanding
3. Identifying needs and common interests
4. Seeking mutual benefit or purpose
5. Flexibility
6. Willingness to change
7. Agree to Disagree
8. Great Listening skills
Jagan Institute of Management Studies,
Rohini, Delhi

17. Jagan Institute of Management Studies,
Rohini, Delhi

18. Thank YouThank You
 Prof. S.C. Kapoor
 Dr. Neelam Dhall
Jagan Institute of Management Studies,
Rohini, Delhi